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Argos of Leadership and Management
Pages 20 (5020 words)
Argos of Leadership and Management Contents 1. Organization introduction 4 2.Monitor the environment 5 3.Analysis of Argos 6 3.1PEST Analysis 7 3.2SWOT Analysis 8 3.3Porters Five force 9 3.4Core competencies 10 3.5Ratio Analysis 11 4Complexity of environment 12 5.Key business challenges 13 6.Critical discussion on leadership of Argos 13 6.1McKinseys 7’S’ 16 6.2Burke Litwin model of organizational change 18 7.Conclusion 20 8.Recommendation 21 Reference 23 1.
Argos is a fully owned subsidiary of Home Retail Group, UK. Argos sells general merchandise and products for household consumption from about 700 stores in UK, online and also through telephone. In the previous financial year, sale of Argos amounted to ?4.3billion and had also employed about 33,000 people across the business (Argos, 2011). Multichannel sales have grown in recent years and represents about ?1.9bn or about 46% of the total sales of Argos. Sales through internet represented about 36% of sales and the remaining 10% through in store sale or by telephone. Argos is the second largest internet retailer operating in UK comprising of about 400 m websites visit during a year (Argos-a, 2011). Argos has adopted the differentiation strategy of Porters generic strategy as the stores of Argos act as a key component of the multichannel model which provides convenient pick up points for its customers. Also with latest technology like ‘voice put away’ which enables the stores to chose the location of the stocks and thus maximize the utilization of space available from stockroom, the multichannel retailer aims to create a competitive advantage (Argos-b, 2011, p.14). ...
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